Status of occupational programs in four-year colleges

2009 ◽  
Vol 8 (5) ◽  
pp. 4-9
Keyword(s):  
Occupational Programs ◽  
Four Year Colleges

Promoting Hearing Loss Prevention in Audiology Practice

2012 ◽  
Vol 13 (1) ◽  
pp. 3-19 ◽  
Author(s):  
David C. Byrne ◽  
Christa L. Themann ◽  
Deanna K. Meinke ◽  
Thais C. Morata ◽  
Mark R. Stephenson
Keyword(s):  
Hearing Loss ◽  
Sound Level ◽  
Health Campaigns ◽  
Loss Prevention ◽  
Hearing Conservation ◽  
Prevention Services ◽  
Occupational Programs ◽  
Strategic Position ◽  
Public Health Campaigns ◽  
Self Protection

An audiologist should be the principal provider and advocate for all hearing loss prevention activities. Many audiologists equate hearing loss prevention with industrial audiology and occupational hearing conservation programs. However, an audiologist’s involvement in hearing loss prevention should not be confined to that one particular practice setting. In addition to supervising occupational programs, audiologists are uniquely qualified to raise awareness of hearing risks, organize public health campaigns, promote healthy hearing, implement intervention programs, and monitor outcomes. For example, clinical audiologists can show clients how to use inexpensive sound level meters, noise dosimeters, or phone apps to measure noise levels, and recommend appropriate hearing protection. Audiologists should identify community events that may involve hazardous exposures and propose strategies to minimize risks to hearing. Audiologists can help shape the knowledge, beliefs, motivations, attitudes, and behaviors of individuals toward self-protection. An audiologist has the education, tools, opportunity, and strategic position to facilitate or promote hearing loss surveillance and prevention services and activities. This article highlights real-world examples of the various roles and substantial contributions audiologists can make toward hearing loss prevention goals.

Delinquency, Bread, and Books

1982 ◽  
Vol 7 (2) ◽  
pp. 82-85 ◽  
Author(s):  
James L. Truckenmiller
Keyword(s):  
Juvenile Delinquency ◽  
Peer Group ◽  
Behavioral Model ◽  
Self Esteem ◽  
National Strategy ◽  
Parental Rejection ◽  
Group Pressure ◽  
Predictive Variables ◽  
Occupational Programs ◽  
Peer Group Pressure

The purpose of this study was to examine the predictive validity of the HEW National Strategy for Youth Developments behavioral model Impact Scales in predicting delinquency. Human relationship variables rather than perceived educational and occupational access variables were the most potent predictors of Self-Reported Delinquency (SRD) and accounted for 48% of SRD variance. A multiple regression analysis of 11 variables measuring social alienation, perceived negative labeling, perceived lack of access to educational and occupational roles, self-esteem, and peer group pressure towards delinquency, on SRD, showed Normative Peer Group Pressure, Parental Rejection, Negative Labeling by Teachers, Normlessness, and Self-Esteem (negative), in that order, to be the most predictive variables. The notable lack of SRD prediction via perceived educational and occupational access variables suggests that pouring money into educational and occupational programs may not be expected to significantly diminish delinquency levels. Other results do suggest, however, that such programs may be expected to bolster the self-esteem of youth and that self-esteem is only somewhat related to SRD. Nevertheless, in combating juvenile delinquency, bread and books may not be enough.

Organizational Culture and Effectiveness in Higher Education: A Test of the “Culture Type” and “Strong Culture” Hypotheses

1996 ◽  
Vol 18 (3) ◽  
pp. 219-241 ◽  
Author(s):  
John C. Smart ◽  
Edward P. St. John
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Colleges And Universities ◽  
Independent Effect ◽  
Institutional Performance ◽  
Dominant Culture ◽  
Differential Effectiveness ◽  
Culture Strength ◽  
Four Year Colleges ◽  
Strong Culture

Two of the more promising lines of inquiry in efforts to understand the hypothesized linkage between organizational culture and effectiveness have focused on the differential effectiveness of organizations depending on their dominant culture type and their culture strength. The primary purpose of this study was to determine whether these two lines of inquiry operate in an independent or conditional manner in explaining the hypothesized linkage between organizational culture and the performance of a sample of four-year colleges and universities. The findings provide support for both lines of inquiry, albeit not entirely in a manner suggested by their respective proponents. For example, while culture type has a decidedly stronger independent effect on institutional performance than culture strength, the differences are clearly more pronounced on campuses with “strong” rather than “weak” cultures. The implications of these findings for research on and efforts to improve the performance of colleges and universities are discussed.

Students' Characteristics that Facilitate the Transfer from Two-Year to Four-Year Colleges

1990 ◽  
Vol 63 (3) ◽  
pp. 178 ◽  
Author(s):  
Valerie E. Lee ◽  
Kenneth A. Frank
Keyword(s):  
Four Year Colleges
Sign in / Sign up

Export Citation Format

Share Document